The English poet John Donne expressed this sentiment almost four hundred years ago.  Yet, it seems particularly appropriate today.  Bad economic news abounds across the globe.  And, since domestic business in every nation is dependent upon global markets for significant portions of their revenues, the American sub-prime mortgage crisis has spawned a worldwide economic meltdown of epic proportions.

Recently, in the U.S., CitiBank announced plans to lay off more than 50,000 employees nationwide while senior executives of the three major domestic automobile manufacturers pleaded their cases before Federal legislators, desperate to obtain funding that would enable their corporations to stay afloat.  Added to the unprecedented federal bailouts of Fannie Mae, Freddie Mac, Goldman Sachs, and AIG, these more recent developments indicate that as the “bell tolls” signaling layoffs and unemployment for millions of Americans, it also “tolls” an alarm for the rest of us who are still employed.

As the value of stocks plummet and consumers curtail all but the most vital spending, the axe continues to fall on the American workforce.  How solid is the company in which you are employed?   How safe is your job?

Like the early bird that catches the worm, the proactive job seeker stands a greater chance of securing employment than those who adopt a “wait and see” approach.   Armed for a targeted job search, a current resume and persuasive cover letter will enable you to get a head start on your competition.

As the economy spirals downward, don’t despair, act!  Develop a resume and cover letter that will maximize your strengths and entice potential employers to grant you interviews.  In that way, if the “bell tolls” for you, you will be prepared.

I often deal with candidates who have never had any particular difficulty in securing a top position relative to their background and level of experience, but nonetheless seem to hit an obstacle to their job-seeking success in their early to mid 40’s or 50’s.  Speaking with me, they express astonishment that their current search efforts are so far removed from their previous experiences.  They had heard and believed that age discrimination existed, but never considered that it would happen to them.

Of course, we all know that age discrimination exists and that it is illegal under Equal Employment Opportunity legislation.  Yet, not many of us consider the actual sources and motivations for the illicit practice.

When contemplated, one realizes that, as with all forms of human behavior, discrimination has its basis in primal human emotions.  The decisions made by human resources professionals and hiring managers are, like all human decisions, based upon reason, instinct, and emotion.  Hiring a job candidate is as much about appearance, interaction, and personal compatibility as it is about skills, experience, and education.

Consider your own reaction to the subject matter.  What concepts do you associate with aging?  If you are like most people, you think of loss of vigor, infirmity, inability to adapt to change, changes in posture and appearance, and perhaps even death.  Conversely, what do you associate with youth?  Health, vitality, comeliness, a thirst for knowledge, adaptability, and open-mindedness are among the characteristics that come to my mind.  And so, when one considers the emotional basis of age discrimination in the workplace, one must conclude that its roots lay at least partially on commonly-held perceptions of youth and age.

The other primary component of age discrimination, I believe, is economic.  Companies behave very much as do individuals.  When we as consumers shop for an item, we usually seek the best possible product at the lowest possible price.  The same, I believe, is true of companies.  Most companies establish compensation ranges for positions within their organizations.  When filling an opening, they attempt to begin the selected candidate at the lower end of the range for that position.  More seasoned candidates usually command, expect, and require a higher starting salary than do more youthful candidates.

Thus, for reasons of both human perception and economy, the younger candidate most often appears to be the better choice to a prospective employer.  The more seasoned candidate, therefore, must attack the potential for age discrimination at its roots.  It is imperative that he or she have better marketing materials (in the form of resumes, cover letters, and ancillary documents that do not reveal a potential age liability), a better strategy or plan to penetrate all areas of the job market, and the appropriate appearance and attitude at an interview to dispel any concerns of the hiring manager(s) associated with the candidate’s age.

If you have decided to accept another position and leave your current employer, you should consider the following:

Look before you leap

Before tendering your resignation with your present employer, be certain that the offer you have received for that great new job is solid; don’t make the same mistake as one of our clients.

Filling out an application during an interview for a prominent financial firm, our client was asked to include information concerning his entire work history and to ensure the veracity of that data.  As his background had been lengthy, containing positions in fields unrelated to the job for which he was applying, our client had trouble recalling some exact dates and job titles.  Apprising the human resources manager of this, he was advised to fill out the form to the best of his recollection.  Several days later, he received the job offer and, assuming it had been made in good faith, submitted his resignation to his current employer.  Imagine his dismay when the financial company informed him that they were rescinding the offer of employment as he had “lied” on his application!

Reiterating his conversation with the human resources manager, our client learned that, as the firm’s hiring practices were mandated by the SEC (Securities and Exchange Commission), errors equated to falsehoods, constituting breaches of regulations.  When our client sheepishly returned to his original employer with the hope of salvaging his job, he was told that, in light of his resignation, he had already been replaced.

Put it in writing

When you are assured of and accept a firm offer, it is both considerate and good business protocol to give your current employer at least two weeks notice and to do so officially, by drafting a letter of resignation.  As this document will become part of your permanent file and may one day reflect your business ethics to a potential employer seeking references, be professional!   Avoid the temptation to put in writing any negative issues or occurrences that caused you to seek new career opportunities.

A question of length

Among career professionals, there are two schools of thought concerning the length of letters of resignation.  Some subscribe to the concept of short and sweet, recommending that a brief letter be followed by a more in-depth, face-to-face discussion with your manager.  Others favor a longer written explanation, particularly if yours is a case of separating from an employer with whom you have enjoyed a positive relationship.

Regardless of its length, the code of business conduct requires that if you intend to leave your employer, you present him or her with a letter of resignation.  The letter should be addressed and submitted to your immediate supervisor as well as copied (‘cc’d”) to the human resources manager and any other managers with whom you regularly worked.